Knowledge Management:Knowledge Management:Its Evolution to a Its Evolution to a Standard and Its Standard and Its

Future(s)Future(s)

Luke NaismithLuke Naismith

Corporate Strategy ManagerCorporate Strategy Manager

Strategic Directions UnitStrategic Directions Unit

Department of Justice (Vic)Department of Justice (Vic)

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Who am I?Who am I?

► 2005-07 Vic Dept Justice – Corporate Strategy2005-07 Vic Dept Justice – Corporate Strategy► Knowledge Futures Consulting – A DreamKnowledge Futures Consulting – A Dream► 19 years Australian Public Service career (IT, IM, 19 years Australian Public Service career (IT, IM,

Strategy, Technology, Public Policy)Strategy, Technology, Public Policy)► 1999-2005 DCITA-NOIE Forward Strategy 1999-2005 DCITA-NOIE Forward Strategy ► Previous - IT, IM, Records, Library, Strategy, Border Previous - IT, IM, Records, Library, Strategy, Border

Technologies, Biological SciencesTechnologies, Biological Sciences► Member of the Standards Australia KM CommitteeMember of the Standards Australia KM Committee► Recently completed Masters of Strategic Foresight Recently completed Masters of Strategic Foresight

at Swinburne University of Technologyat Swinburne University of Technology

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OutlineOutline

►Knowledge versus InformationKnowledge versus Information►KM Standard: Background and KM Standard: Background and

DevelopmentDevelopment►KM Standard: the Why, What and HowKM Standard: the Why, What and How►Can you have too much of a good Can you have too much of a good

thing?thing?►The Energy of KnowledgeThe Energy of Knowledge►Some Futures for KMSome Futures for KM

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DATA

INFORMATION

KNOWLEDGE

SUPREMEENLIGHTENMENT

The Ubiquitous DIKX The Ubiquitous DIKX PyramidPyramid

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Paradigmatic Paradigmatic IncommensurabilityIncommensurability

► Where different paradigmatic schools find it Where different paradigmatic schools find it difficult to impossible to discuss their difficult to impossible to discuss their differences around the same topic rationally - differences around the same topic rationally - mainly because there is no common mainly because there is no common language. Although the schools may use the language. Although the schools may use the same words in their vocabularies, the tacitly same words in their vocabularies, the tacitly held clouds of knowledge and experience held clouds of knowledge and experience surrounding the words are quite different - surrounding the words are quite different - and hence, without surfacing and discussing and hence, without surfacing and discussing all these differences, the different sides all these differences, the different sides simply think the other is talking or writing simply think the other is talking or writing nonsense.nonsense.

Quote from Bill Hall

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Information is …….. Information is …….. because ……..because ……..

► Fill in the blanks to make a sentence.Fill in the blanks to make a sentence.

► Information is cool because it has structure and Information is cool because it has structure and can be classifiedcan be classified

► Information is necessary because we need it to Information is necessary because we need it to make better decisions.make better decisions.

► No metaphors - not allowed to use the word “like”No metaphors - not allowed to use the word “like” Information is like water because it shapes to Information is like water because it shapes to

fit the container that you put it in.fit the container that you put it in.

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Knowledge is …….. Knowledge is …….. because ……..because ……..

► Fill in the blanks to make a sentence.Fill in the blanks to make a sentence.

► Knowledge is fun because we get to play with Knowledge is fun because we get to play with people’s minds.people’s minds.

► Knowledge is hard because it is complex.Knowledge is hard because it is complex.

► No metaphors - not allowed to use the word “like”No metaphors - not allowed to use the word “like” Knowledge is like soap because if you try to Knowledge is like soap because if you try to

grab hold of it hard, it slips awaygrab hold of it hard, it slips away

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Information and Information and KnowledgeKnowledge

INFORMATIONINFORMATION

► Organised dataOrganised data

► Tends to be factualTends to be factual

► Closer to objective truthCloser to objective truth

► Diffused in texts and Diffused in texts and technologiestechnologies

► More about the stuff that More about the stuff that is out there in the world is out there in the world (explicit)(explicit)

KNOWLEDGEKNOWLEDGE

► Results from sensemaking of Results from sensemaking of informationinformation

► Includes values and beliefs Includes values and beliefs that are more open and that are more open and pliablepliable

► Closer to socially constructed Closer to socially constructed truths (contextual)truths (contextual)

► Diffused through Diffused through communication and communication and relationshipsrelationships

► More about the stuff that is More about the stuff that is in our heads (tacit)in our heads (tacit)

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Knowledge is ….Knowledge is ….► Power (Bacon)Power (Bacon)► Both a social construct and an internalised model Both a social construct and an internalised model

(Snowden)(Snowden)► Not just knowing but doing (know-how and know-what)Not just knowing but doing (know-how and know-what)► Not enough, also need imagination (Castaneda)Not enough, also need imagination (Castaneda)► A capacity to act (Sveiby)A capacity to act (Sveiby)► The frame of enquiry (Cognitive science)The frame of enquiry (Cognitive science)► Complex (but can also be simple)Complex (but can also be simple)► Learning new things and having fun in the processLearning new things and having fun in the process► A dangerous thingA dangerous thing► Needed to convert data to informationNeeded to convert data to information

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Knowledge Management is:Knowledge Management is:……

► Records management is about managing Records management is about managing recordsrecords

► Information management is about managing Information management is about managing informationinformation

► Document management is about managing Document management is about managing documentsdocuments

► Therefore:Therefore:► Knowledge Management is managing Knowledge Management is managing

knowledgeknowledge Agree or Disagree?Agree or Disagree? If not, how is it different to managing knowledge?If not, how is it different to managing knowledge?

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What is KM?What is KM?

►KM is managing what we knowKM is managing what we know►KM is creating a knowledge-sharing KM is creating a knowledge-sharing

environmentenvironment►KM is developing a standard KM is developing a standard

knowledge-base for consistent knowledge-base for consistent decision-makingdecision-making

►KM is about organisational learningKM is about organisational learning►KM is managing shared contextsKM is managing shared contexts

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What is the primary strategic intent What is the primary strategic intent for conducting IM/KM in an for conducting IM/KM in an

organisation? organisation?

(ONLY PICK ONE)(ONLY PICK ONE) ► Better planning / decision-making / strategy-settingBetter planning / decision-making / strategy-setting► Transformation / Culture ChangeTransformation / Culture Change► Improved capacity development / organisational Improved capacity development / organisational

learning learning ► Improved flexibility / adapt as things emergeImproved flexibility / adapt as things emerge► Deeper understanding of meaning / exploring Deeper understanding of meaning / exploring

different ways of knowing different ways of knowing

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The Australian KM Standard The Australian KM Standard

►Launched November 8 2005 by Launched November 8 2005 by Catherine LivingstonCatherine Livingston

►The first ‘real’ KM Standard in the The first ‘real’ KM Standard in the worldworld

►Now available for purchase from Now available for purchase from the Standards Australia websitethe Standards Australia website

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Committee RepsCommittee Reps► Australian Industry GroupAustralian Industry Group

Australian Information Industry AssociationAustralian Information Industry AssociationAustralian Library and Information AssociationAustralian Library and Information AssociationAustralian Securities and Investment CommissionAustralian Securities and Investment CommissionAustralian Society of ArchivistsAustralian Society of ArchivistsCommittee IT-021 LiaisonCommittee IT-021 LiaisonComputer Human Interaction Special Interest GroupComputer Human Interaction Special Interest GroupCSIROCSIRODepartment of Communications, Information Department of Communications, Information Technology and the ArtsTechnology and the ArtsDepartment of Defence (Australia)Department of Defence (Australia)Griffith UniversityGriffith UniversityInstitute for Information ManagementInstitute for Information ManagementLaw Council of AustraliaLaw Council of AustraliaRecords Management Association of AustralasiaRecords Management Association of AustralasiaUniversity of Technology, Sydney University of Technology, Sydney

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The development of a The development of a ‘standard’‘standard’

New ‘standards’ to assistNew ‘standards’ to assist performance performance by bringing by bringing all of the pieces of the puzzle together all of the pieces of the puzzle together rather than rather than conformance conformance

Standards are one tool for:

defining, aggregating, sharing practice

KM StandardKM Standard

Inclusive not exclusiveInclusive not exclusive

‘‘Not one approach’Not one approach’

ConsensusConsensus

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Standards Development Standards Development ChallengesChallenges

► ProcessProcessCommittee Structure and MembersCommittee Structure and MembersBuilding collaboration and consensusBuilding collaboration and consensusCollecting public feedbackCollecting public feedback

► ProductProductTarget audience?Target audience?Format and styleFormat and styleLimits on acknowledging intellectual inputsLimits on acknowledging intellectual inputs

► ContentContentTrans disciplinary nature of KMTrans disciplinary nature of KMTensions – what and how, diversity and Tensions – what and how, diversity and

complexitycomplexity

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A five year journey…..A five year journey…..

►2000 Handbook – “A framework for 2000 Handbook – “A framework for succeeding….”succeeding….”

►2003 Interim standard2003 Interim standard►2004 Handbook – “terminology and 2004 Handbook – “terminology and

readings– An Australian guide”readings– An Australian guide”►2005 Standard AS 5037-20052005 Standard AS 5037-2005►2005/6 Handbook – “KM and SMEs”2005/6 Handbook – “KM and SMEs”►The journey continues……………The journey continues……………

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20012001HandbookHandbook

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The Interim Standard The Interim Standard ModelModel

Key messages:

Alignment with strategyUnderstand of culture and capabilityUnderstand knowledge gapsBalance “elements”Balance enablers“one size does not fit all”

Aim: Describe and clarify NOT constrain or limit diversity

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KM Standard ObjectivesKM Standard Objectives

► Provide a non-prescriptive easy to read guide Provide a non-prescriptive easy to read guide on knowledge management;on knowledge management;

► Help individuals and organisations deepen their Help individuals and organisations deepen their understanding of knowledge management understanding of knowledge management concepts;concepts;

► Assist organisations to understand the Assist organisations to understand the environment best suited for enabling environment best suited for enabling knowledge management activities; andknowledge management activities; and

► Offer a scalable and flexible framework for Offer a scalable and flexible framework for designing, planning, implementing and designing, planning, implementing and assessing knowledge interventions that respond assessing knowledge interventions that respond to an organisation's environment and state of to an organisation's environment and state of readiness.readiness.

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A definition ?…a starting point only!A definition ?…a starting point only! Knowledge management is….Knowledge management is….

“ a trans disciplinary approach to achieving organisational outcomes and learning, through maximising the use of knowledge.

… the design, review and implementation of both social and technological activities ….to improve creating, sharing and applying or using knowledge. ” (AS5037-2005)

Interim definition: “ a multi disciplinary approach to achieving organisational objectives by making the best use of knowledge”. (2003)

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Knowledge eco-system – the whatKnowledge eco-system – the what

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Map/Build/Operationalise Cycle – the howMap/Build/Operationalise Cycle – the how

Mappingcontext and culture

Building experiences and linkagesOperationalising

initiatives and capabilities

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Looking at the ecosystem Looking at the ecosystem through a ‘knowledge lens’through a ‘knowledge lens’

What is current state?Should be/ need to be ? People, process, technology and contentGaps ? Best way to move forward

MAPPING : context and culture

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Introducing knowledge Introducing knowledge ‘interventions’‘interventions’

BUILDING: experiences and linkagesStimulating via enablersPilots and prototypingCommunicatingChampions and advocatesMoving towards change

Sustainability… Champions…Competencies and skills…Success indicators

OPERATIONALISE: initiatives and capabilities

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Early draft of Australian KM Standard’s Continuum of the Knowledge Ecosystem

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Key themes and content of Key themes and content of the Standard the Standard (2005)(2005)

Context is crucialContext is crucial The knowledge eco-systemThe knowledge eco-system A cyclical approachA cyclical approach From alignment to transformationFrom alignment to transformation BalanceBalance Connectivity & boundary spannersConnectivity & boundary spanners Wide range of enablersWide range of enablers Evaluating and measuringEvaluating and measuring Emerging issues and trends – innovationEmerging issues and trends – innovation Useful appendicesUseful appendices

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The Knowledge Management in The Knowledge Management in AS 5037(2005) AS 5037(2005) is aboutis about::

► innovation and sharing behaviours, innovation and sharing behaviours, ► managing complexity and ambiguity managing complexity and ambiguity

through knowledge networks and through knowledge networks and connections, connections,

► exploring smart processes and deploying exploring smart processes and deploying people-centric technologies.people-centric technologies.

How and when you apply it depends on the context of your organisation!!

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Beyond the KM StandardBeyond the KM Standard

►Working Groups established:Working Groups established: VocabularyVocabulary SustainabilitySustainability Personal KMPersonal KM Foresight and FuturesForesight and Futures Social Network AnalysisSocial Network Analysis Social SoftwareSocial Software

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AffluenzaAffluenza

1.1. The bloated, sluggish and unfulfilled feeling The bloated, sluggish and unfulfilled feeling that results from efforts to keep up with the that results from efforts to keep up with the Joneses. Joneses.

2.2. An epidemic of stress, overwork, waste and An epidemic of stress, overwork, waste and indebtedness caused by dogged pursuit of the indebtedness caused by dogged pursuit of the Australian dream. Australian dream.

3.3. An unsustainable addiction to economic An unsustainable addiction to economic growth. growth.

► Attachment to money and material Attachment to money and material possessions robs us of autonomy – fails to give possessions robs us of autonomy – fails to give happinesshappiness Clive Hamilton: Affluenza 2004

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InfoluenzaInfoluenza

1.1. The frustrated, overwhelmed and unfulfilled The frustrated, overwhelmed and unfulfilled feeling that results from continued efforts to feeling that results from continued efforts to extend information management systems. extend information management systems.

2.2. An epidemic of confusion, vendor hype, An epidemic of confusion, vendor hype, paralysis by analysis, and suspect decision-paralysis by analysis, and suspect decision-making caused by dogged pursuit of ECM making caused by dogged pursuit of ECM Nirvana. Nirvana.

3.3. An unsustainable addiction to incorporating An unsustainable addiction to incorporating more and more information. more and more information.

► Attachment to content and information Attachment to content and information resources robs us of deeper meaning – fails resources robs us of deeper meaning – fails to give to give contentcontentmentment

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Infoluenza responsesInfoluenza responses► More information can confuse good More information can confuse good

decision makingdecision making► We don’t need better information, We don’t need better information,

we need better connections and we need better connections and relationshipsrelationships

► Diversity of information is better than just Diversity of information is better than just more of the same type of informationmore of the same type of information

► Look at your part in the wider Look at your part in the wider system/environmentsystem/environment

► Look at your role in providing access to Look at your role in providing access to external informationexternal information

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Energising KnowledgeEnergising Knowledge

►KE = ½ mvKE = ½ mv22

►Ug = mghUg = mgh

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The KM EquationThe KM Equation

•Knowledge Shared is Knowledge SquaredKnowledge Shared is Knowledge Squared

E = mcE = mc22

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Evolution of Knowledge Evolution of Knowledge ManagementManagement

► Dave Snowden - (1) pre-1995: focus on Dave Snowden - (1) pre-1995: focus on computerisation, structuring information. (2) computerisation, structuring information. (2) Conversion of knowledge between tacit and Conversion of knowledge between tacit and explicit states. (3) Organic approach, embrace explicit states. (3) Organic approach, embrace paradox, complexity and narrativeparadox, complexity and narrative

► Illka Tuomi – (1) information sharing and systems. Illka Tuomi – (1) information sharing and systems. (2) tacit knowledge, social learning, CoPs. (3) (2) tacit knowledge, social learning, CoPs. (3) Link knowing and action, Schumpeterian creative Link knowing and action, Schumpeterian creative destruction, flexibly and rapidly reconfigure and destruction, flexibly and rapidly reconfigure and generate competenciesgenerate competencies

► Mark McElroy – (1) knowledge sharing, supply-Mark McElroy – (1) knowledge sharing, supply-side side (2) knowledge making, supply and demand sides(2) knowledge making, supply and demand sides

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Potential KM FuturesPotential KM Futures

►A Fad A Fad ►Putting knowledge to work for Putting knowledge to work for

knowledge workers in the knowledge knowledge workers in the knowledge economy economy

►Narrative and Story-TellingNarrative and Story-Telling►Collaboration and Co-opetitionCollaboration and Co-opetition►Value NetworksValue Networks►Sense-making and Social ComputingSense-making and Social Computing

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ConclusionConclusion

►Knowledge and information are different Knowledge and information are different ►The KM Standard as a generic approachThe KM Standard as a generic approach►Technological reductionism is only partialTechnological reductionism is only partial► Infoluenza fails to give contentmentInfoluenza fails to give contentment►Examine the energy in knowledge and KM Examine the energy in knowledge and KM ► Implementation needs to be persistent and Implementation needs to be persistent and

open to further potential to realise valueopen to further potential to realise value